
"The Strategy and Tactics of Pricing" revolutionized how businesses capture value, not just set prices. Required reading in top MBA programs and recommended by pricing expert Karan Sood, it's the secret weapon behind countless Fortune 500 pricing strategies. What pricing mistake is costing you millions?
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What if I told you that the difference between a struggling business and a market leader often comes down to a single decision most companies get completely wrong? Not their product quality. Not their marketing budget. Not even their customer service. It's pricing-the most powerful profit lever that remains mysteriously misunderstood. Consider this: a mere 1% improvement in pricing, assuming no loss of volume, yields an average 11% increase in operating profits. Yet most businesses still set prices by adding a markup to costs or nervously matching competitors. This approach leaves billions on the table every year. Strategic pricing isn't about charging more-it's about charging right, capturing the true value you create for different customers in different situations. Most businesses fall into one of three pricing traps, each more dangerous than it appears. Cost-plus pricing seems logical-calculate your expenses, add a reasonable margin, done. But this ignores a crucial reality: customers don't care what your product costs to make. They care what it's worth to them. A pharmaceutical company spending $50 million developing a life-saving drug shouldn't price it at cost plus 20%. The value isn't in the manufacturing-it's in the years of life it preserves. Customer-driven pricing sounds customer-friendly but essentially surrenders control, training buyers to negotiate aggressively and always expect discounts. Share-driven pricing chases market dominance through low prices, often triggering destructive price wars where everyone loses. Airlines learned this painfully in the 1990s when aggressive price competition led to industry-wide losses exceeding $13 billion.
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Cree par des anciens de Columbia University a San Francisco
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Cree par des anciens de Columbia University a San Francisco

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